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"What are the characteristics and conditions that lead to
successful educational partnerships?What can we learn from
partnerships that fail, cannot be sustained over time, or cease to
benefit their partners?"This book serves as a guide to the
successful implementation of partnerships. It provides the context
and tools for readers who are responding to the increasing demands
of policy makers, funders and institutional leaders to use
partnerships to address local, state and federal issues, achieve
external mandates, meet public or internal agendas, or pursue
international collaborations. This guide provides an evidence-based
framework for institutional and organizational leaders to develop
the vision, shared values and norms to achieve the partnership
capital that will sustain an enduring relationship. It offers a
three-phase model of the development process of collaboration,
together with a tool box for those charged with partnering and
leading organizational change, and includes a template for both
creating new partnerships and sustaining existing ones.The authors
start by differentiating between traditional, often ad-hoc,
partnerships and strategic partnerships that align organizational
strategy with partnership actions; and by identifying the
importance of moving beyond incremental or surface first order
change to develop deep second order change through which underlying
structures and operations are questioned and new processes emerge
due to the partnership. They offer analyses and understandings of
seven key components for success: exploring motivations; developing
partner relationships; communicating and framing purpose; creating
collaborative structures and resources; leading various partnership
stages; generating partnership capital; and implementing strategies
for sustaining partnerships. Each chapter concludes with a case
study to provide more understanding of the ideas presented, and for
use in training or classes. This guide is addressed to policy
makers and educational leaders, college administrators, and their
non-profit and business partners, to enable them to lead and create
strategic partnerships and facilitate organizational change."
"What are the characteristics and conditions that lead to
successful educational partnerships?What can we learn from
partnerships that fail, cannot be sustained over time, or cease to
benefit their partners?"This book serves as a guide to the
successful implementation of partnerships. It provides the context
and tools for readers who are responding to the increasing demands
of policy makers, funders and institutional leaders to use
partnerships to address local, state and federal issues, achieve
external mandates, meet public or internal agendas, or pursue
international collaborations. This guide provides an evidence-based
framework for institutional and organizational leaders to develop
the vision, shared values and norms to achieve the partnership
capital that will sustain an enduring relationship. It offers a
three-phase model of the development process of collaboration,
together with a tool box for those charged with partnering and
leading organizational change, and includes a template for both
creating new partnerships and sustaining existing ones.The authors
start by differentiating between traditional, often ad-hoc,
partnerships and strategic partnerships that align organizational
strategy with partnership actions; and by identifying the
importance of moving beyond incremental or surface first order
change to develop deep second order change through which underlying
structures and operations are questioned and new processes emerge
due to the partnership. They offer analyses and understandings of
seven key components for success: exploring motivations; developing
partner relationships; communicating and framing purpose; creating
collaborative structures and resources; leading various partnership
stages; generating partnership capital; and implementing strategies
for sustaining partnerships. Each chapter concludes with a case
study to provide more understanding of the ideas presented, and for
use in training or classes. This guide is addressed to policy
makers and educational leaders, college administrators, and their
non-profit and business partners, to enable them to lead and create
strategic partnerships and facilitate organizational change."
At a time of increasing student diversity, concern about security,
demand for greater accountability, and of economic difficulty, what
does the future hold for higher education, and how can student
affairs organizations adapt to the increasing and changing demands?
How can university leaders position existing resources to
effectively address these and other emerging challenges with a
sense of opportunity rather than dread? How can organizations be
redesigned to sustain change while achieving excellence?As student
affairs organizations have grown and become increasingly complex in
order to meet new demands, they have often emphasized the expansion
of their missions to the detriment of focusing on understanding
their roles in relationship to other units, to reviewing their
cultures and structures, and to considering how they can improve
their effectiveness as organizations. This book provides the tools
for organizational analysis and sustainability.Intended for
practitioners, graduate students, interns and student affairs
leaders, this book presents the key ideas and concepts from
business-oriented organizational behavior and change theories, and
demonstrates how they can be useful in, and be applied to, student
affairs practice and, in particular, how readers can use these
theories to sustain change and enhance their organization s ability
to adapt to complex emerging challenges. At the same time it holds
to values and perspectives that support the human dimension of
organizational life.Recognizing the complexity of today s
organizations and the value of viewing them from multiple
perspectives, this book follows the emerging practice of providing
three general epistemological perspectives the Positivist, Social
Constructionist, and Postmodernist for analyzing often paradoxical
organizational structures, environments, and behavior.The book
explores the environmental context of student affairs, and how the
organization interacts with both the internal and external
environments; examines the human dimension of organizations,
through a review of individual attributes, human need and
motivation, social comparison theory and organizational learning
theory; presents the dimensions of structure and design theory and
discusses why student affairs organizations need to think
differently about how they organize their resources; considers the
context and process of organizational change, and the dynamics of
decision making, power, conflict and communication; addresses the
role of assessment and evaluation; and new forms of leadership.Each
chapter opens with a case study, and closes with a set of
reflective questions.The authors have all served as practitioners
within student affairs and now teach and advise graduate students
and future leaders in the field."
Getting all of your information and collaborators from your
department's faculty lounge may be a career-limiting decision. Amey
and Brown, both of Michigan State University, give a step-by-step
plan for developing interdisciplinary collaboration, from
confronting tradition to causing transition and transformation.
They also describe the groundwork
Presents a discussion of concepts and definitions of
interdisciplinarity and collaboration, and introduces a model of
Interdisciplinary Collaboration. Examines how the Interdisciplinary
Collaboration model and concepts make sense in academic
organizations and affect academic work.
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